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This study aims to explore how emotionally rich collective experiences create lasting, shareable memories, which influence future behaviours. In particular, the role of others and of music in creating value through memories is considered using the concept of socially extended emotions.

Over 250 narratives were gathered from festival attendees in the UK and Finland. Respondents completed a writing task detailing their most vivid memories, what made them memorable, their feelings at the time and as they remembered them, and how they shared them. The narratives were then analysed thematically.

Collective emotion continues to be co-created long after the experience through memory-sharing. The music listened to is woven through this extension of the experience but is, surprisingly, not a critical part of it. The sociality of the experience is remembered most and was key to the memories shared afterwards. The added value of gathering memorable moments, and being able to share them with others, is clearly evidenced.

The study highlights the importance of designing events to create collective emotional moments that form lasting memories. This emphasizes the role of post-experience marketing and customer relationship building to enhance the value that is created customer-to-customer via memory sharing.

The research addresses the lack of literature exploring post-event experience journeys and the collective nature of these. It also deepens a theoretical understanding of the role of time and sociality in the co-creation and extension of emotions and their value in hospitality consumption. A model is proposed to guide future research.

This study aims to examine the motivating factors that influence intentions to book shared rooms through Airbnb as well as the moderating effects of past experience and gender.

This study analyzed data from 214 leisure travelers who had previously stayed in shared rooms through Airbnb and 207 participants who had not yet experienced Airbnb. A covariance-based structural equation modeling (CB-SEM) technique was performed to test the significance of attitude, subjective norms, extroverted personality, perceived risk and perceived price. Furthermore, the study explored past experience and gender as moderators.

The results suggest that attitude, subjective norms and perceived risk significantly impacted intentions to book shared rooms through Airbnb. However, perceived price was not a significant determinant. In addition, this study verified that past experience and gender moderated the relationship between important referents and attitude/booking intentions.

This study gives Airbnb hosts a better understanding of travelers who choose Airbnb’s shared rooms. In addition, hosts who offer shared rooms can implement marketing strategies and complementary activities to not only reduce the risk of booking shared rooms but also attract more travelers.

While previous studies examined Airbnb as one homogeneous type of accommodation, this study focused on Airbnb’s shared rooms. A clearer understanding of consumers who intend to book Airbnb’s shared rooms will enable hosts to develop effective marketing strategies.

This paper aims to identify the social motivational factors that can enhance brand-related content across social networking platforms (SNPs). It examines how brands can enhance motivation to create and exchange brand stories for existing and target customers.

The study followed an interpretivist approach and collected data from 40 customers of 5 top apparel brands based in the UK using non-directive and semi-structured interviews. The respondents were chosen using purposive sampling and thematic analysis was undertaken using the NVivo 11 Plus software.

The findings highlight various social motivational factors that can inspire the creation, sharing and exchange of brand-related content using SNPs. These include social responsibility, staying connected, inspiration from others, opinion leaders and recognition, optimal decision-making, inspiring or disheartening experience of the brand and emotional connection with the brand. People’s purchase decisions are strongly influenced by close friends, local online community groups, opinion leaders and other credible sources. Moreover, the respondents reported having more trust in shared consumer experiences than company advertisements and other marketing tactics.

The findings of this research will be beneficial for organizations, brand managers and marketing teams, offering insights into how stakeholders can enhance brand-related content on SNPs. The findings also show that online local communities on Facebook and expert opinions are the most significant factors in enhancing brand-related content, social engagement and purchase decisions.

There is limited literature on why people are motivated to create and exchange brand-related content, especially in the context of the apparel industry. The study offers insights into how brands can create motivation for enhancing brand-related content in ways that are recognized as a cheap and highly effective way of advertising, influencing pre-purchase information, purchase decisions and social engagement on the part of SNP users.

Shared leadership literature has primarily focused on investigating its positive impact on performance. Thus, the existing understanding of the emergence of shared leadership is limited. Also, there is a dearth of literature identifying the impact of shared leadership on affective outcomes. This study investigates the impact of transactive memory system and team mindfulness on shared leadership, and subsequently, the impact of shared leadership on team satisfaction through the mediating mechanism of thriving.

The study adopted a mixed-methods approach with sequential explanatory research design. Quantitative study was carried out with a sample of 40 teams. Data were collected at four different time points. Qualitative interviews with 10 teams were carried out to provide insights about the relationships which emerged from the quantitative study.

The study found support for the impact of transactive memory on shared leadership. However, contrary to our hypothesis, the study found that the interaction effect of transactive memory system and team mindfulness on shared leadership is such that team mindfulness has preventive impact on lack of transactive memory. The results indicate that shared leadership influences team satisfaction through the mediating mechanism of employee thriving.

The study examines under-explored antecedent and boundary condition of emergence of shared leadership, i.e. transactive memory system and team mindfulness. Also, the study makes a methodological contribution by examining the dynamics of shared leadership through both quantitative and qualitative approaches.

In this chapter we examine various human resource management (HRM) implications involved in the leadership of fluid teams. Leadership of fluid teams, which are distinguished by their dynamic composition, requires consideration of issues that may not be as pertinent for stable teams. In particular, we focus on the concept of familiarity. Composing and leading teams with members exhibiting varying degrees of familiarity with one another creates obstacles to effective and efficient functioning and may ultimately lead to poor performance. With this in mind, leaders must pay particular attention to issues of coordination, and composition such that a broad range of generalizable teamwork skills exists within the team. Within this chapter, we explain the concepts of fluid teams, team leadership within fluid teams, and other relevant concepts related to the formation of familiarity. Next, we thoroughly review extant empirical and theoretical research within these areas. We identify areas of correspondence among the various concepts and findings of the reviewed studies and generate an integrated model of fluid team leadership. To conclude, we highlight the distinct HRM implications associated with the use, and leadership, of fluid teams.

The purpose of this study is to explore the extent to which working in a management team in which leadership functions are shared impacts the role clarity, job overload, stress and job satisfaction of team members. It also aims to explore the moderating influence of organizational encouragement for team work.

The study uses data obtained from 200 top management team members working in Christian church organizations in the USA. Structural equation modeling was used to examine the relationship of shared leadership with the role conflict, role ambiguity, job stress, and job satisfaction of the management team members. These relationships were also evaluated for team members in organizations with both higher and lower levels of encouragement for team work.

A model in which role conflict and ambiguity mediate the relationship between shared leadership and job stress and job satisfaction provides the best fit with the data. Shared leadership within a management team was negatively related to team member role overload, role conflict, role ambiguity and job stress. Shared team leadership was positively related to job satisfaction of team members. The relationship of shared leadership with team member job outcomes is stronger in organizations with lower levels of encouragement for teamwork.

A practical implication of these results for leaders of management teams is that sharing some leadership roles and responsibilities within their teams with other members may have positive effects for the effectiveness of the team as well as the satisfaction of the team members. The generalizability of the results may be limited by the team size studied and the tendency of church pastors to be pre‐disposed to helping their management team members.

This is one of the few studies that have examined the effects of shared leadership within management teams on team members. Although shared leadership within teams may increase job demands on members and require team members to take on new roles, it seems to have positive effects on team member perceptions of their jobs. In addition, the extent to which an organization encourages teamwork makes a difference in the relationship of shared leadership with team member jobs.

The purpose of this study sought to identify the main themes linked with wine hotel experiences, based on tourists’ narratives shared online, and to investigate whether these narratives vary according to traveler type.

Content analysis was carried out on 4,114 online reviews of 52 wine hotels located in 27 wine regions across 11 nations in both the Old and New World.

The analysis of these web reviews revealed that narratives can be grouped under 11 themes organized into 7 main dimensions as follows: wine, lodging (i.e. hotel, area and room), food service (i.e. restaurant and breakfast), scenery (i.e. views and vineyards), staff, transportation and recommendation. The main narratives vary according to traveler type.

Improving the present understanding of wine tourists’ experiences should help wine hotel managers find new approaches to enhancing visitors’ satisfaction. As the dimensions of wine tourism experiences shared online vary according to traveler type, wine managers can design their offer to target families, couples, friends, solo and corporate clients.

Prior research has identified the need for market segmentation in the wine tourism industry. This research addresses this need by specifying the wine tourism experience according to traveler type. The breadth of the data, and the method of using travelers’ own testimony as opposed to more common surveying are additional contributions for both academics and managers.

The purpose of this paper is to report on the views and experiences of older people using Shared Lives (adult placement) in 2012/2013.

As part of a survey collecting information about outcomes for older users of Shared Lives issues of whether it had made a difference to quality of life, and positive and negative experiences of support were explored.

Questionnaires were returned by 150 older people using Shared Lives services. Findings suggest that this model of community-based support has a number of advantages for some older people, such as reducing social isolation and loneliness, promoting independence, choice and control, providing emotional support and increased well-being.

The questionnaire was self-completed and so responses were not followed up to provide deeper insights.

Shared Lives is not appropriate for everyone but it is suggested that this option should form part of local commissioning strategies, be part of a range of options for social care practitioners to consider in their work with older people and helps to meet various current policy imperatives.

The potential of Shared Lives for older people is under-researched and this paper contributes to the literature in exploring the views of older people about family-based support in the community.

Research on the “black box” of cognitive capital remains limited in supply chain resilience (SCRES) literature. Drawing from an in-depth single case study of a major consumer electronics multinational facing the COVID-19 disruption, this paper aims to develop a clearer picture of cognitive capital’s elements while contextualizing how they interact with SCRES temporal capabilities to prepare, respond, recover and learn.

Consisting of 40 in-depth interviews collected during a four-month period, this single case revolves around the buyer’s view across 36 multiregional buyer–supplier dyads, spanning 17 product and service categories. Data were processed during the pandemic, while findings discuss pre- and intra-crisis events based on two scenarios: the impact of disruption on category demand, comparing sudden pandemic-driven product and service demand fluctuations (i.e. increase, decrease); and the geographical proximity of the supplier relative to the buying firm.

The case unveils different elements of cognitive capital (e.g. shared goals, assumptions, values, kinesics language, multilingualism, virtual negotiation, prior disruption experience, shared process capabilities) during a major global disruption, suggesting that different cognitive capital elements influence positively and differently SCRES’ temporal capabilities. Overall, buying firms are urged to build on cognitive capital to improve SCRES preparation, response, recovery and learning.

This paper extends the understanding of cognitive capital in buyer–supplier relationships by identifying its elements and offering a theoretical articulation of how they enable episodically the four SCRES temporal capabilities under contingencies of increased and decreased demands, and suppliers’ geographical proximity.